It Depends On Your Point of View

Today I came across a picture online of a letter that a candidate had sent to Recruiting or Human Resources, or pretty much anyone who might be of assistance in getting a particular job. Take a second to read it, and then formulate your opinion of this candidate and company in rapid time.

Applicant - Thorough














My initial reaction was, “Wow! This person really wants this job!” I also assumed that this person was likely a European male, although I have nothing to validate that (except that I’m a dude and it sounds like something a dude would do).  But then I began to think of this at a deeper level and discovered that there is more here than one might initially notice.

1) A hand written note. How often do we see hand written notes in recruiting anymore? How often do we ever see a hand written anything anymore? I hear “experts” say often that a hand written note is more personal and shows that the person writing it places a high value on the receiver and the message. I can’t help but believe that this person felt this position was of great importance due to the numerous steps taken to eliminate a “No.” response.

2) The company was highly sought after. This obviously wasn’t the candidate’s first attempt to gain employment with this company. The writer used the words “Each time I apply for a job…” clearly letting us know that he/she has applied on more than one occasion, likely numerous times. This leads me to make another assumption. I assume that there is a form letter that goes out to everyone rejecting them with the same message over and over again. If they have a standard Applicant Tracking System, then I’m confident that a human never laid eyes on his C.V. and was systematically rejected without much effort.

The way candidates are treated do have an impact on the overall branding of a company, and often impacts the brand financially. Companies should seriously consider how their recruitment efforts, particularly when they reject a candidate, is handled and how it can be done in the most courteous of ways. You’ll notice that this candidate had a tad of bitterness towards the company when stating, “I have caught you red-handed and you have no excuse…” It appears the candidate didn’t believe the “no vacancy”reason being given to him/her in the past and felt it necessary to prove the point.

3)  Thorough and Anticipatory. Regardless of if you see this candidate in a positive or negative light, you must admit that they were thorough in their efforts. He/She followed the happenings of the company closely so they knew that the Technical Manager had passed away. At the breaking of this news, the candidate saw an opportunity and began to map out a path that would hopefully end with the opportunity to gain employment. He/She anticipated what possible responses might come their way and tried to head them off and shut them down before the company could even try to use the form letter again. Think of it – he/she went to the blasted funeral to verify that the person actually died and was buried. This leads me to another assumption – I bet there are pictures somewhere on some mobile device just waiting to be delivered to someone’s email. They even went so far as to get a copy of the Death Certificate. Wow!

The actions of this candidate might seem desperate to some. To others, they applaud the initiative. Still to others, they think he/she is straight up crazy! What do I think? I think this person would fit in nicely at a staffing firm in a business development role!




FROZEN Out of Talent? Let It Go!

The following is the transcript of a webcast I did on 8/26/14 for SHRM (Society of Human Resource Management).  This should not be copied or used without my permission.

Frozen - Title Slide











Hello everyone. My name is Doug Douglas. I’m speaking with you from Austin, Texas today where I live and have my business. Let me just say a couple of things before we dig into our topic today:

  • I love to have people connect with me at the end of these sessions, so if you’d like to connect with me on LinkedIn, Twitter, Facebook, etc. – please feel free to send me an invitation. I’ll put my contact info up at the end of today’s session.
  • The biggest challenge for me in doing these webcasts is the diversity of the audience and the types of information that might be specifically useful to you. We have some on the call today from major global brands that all of us would recognize, and we have some on here who are from very small companies. Some have big budgets, and some have no budget. Some have a team of people working on recruiting, and others are a single person trying to do recruiting along with other responsibilities. So, in planning the information to share with you today – I really do try to consider all of those factors and try to make sure there is something for everyone.

In 2013, the movie “Frozen” was released by Walt Disney. This was based on the Hans Christian Andersen’s fairy tale “The Snow Queen.” The movie was wildly popular, but there is a song that came from the movie that has been sung by just about everyone imaginable now…

  • Demi Lovato
  • Idina Menzel
  • Pearl Jam
  • Boxer Manny Pacquiao
  • And countless parents singing it at the top of their lungs as they drive with their kids

The song is “Let It Go.” And the chorus says…

“Let it go, let it go. Can’t hold it back anymore.

Let it go, let it go. Turn away and slam the door.

I don’t care what they’re going to say. Let the storm rage on. The cold never bothered me anyway.”

As you face recruitment issues and executive expectations and reduced bandwidth among your team, it requires a leader to stand up and say, “We are going to fix this and not just keep doing things the way and expecting different results. I don’t care what they’re going to say. Let the storm rage one…the cold never bothered me anyway.”


As you consider the current state of your recruitment efforts, you might find that you are getting frozen out from the best talent.

  • In a recent CareerBuilder survey, 30% of employers say that recruiting qualified candidates is their biggest concern.

Maybe you are seeing that your employees aren’t content and you fear a mass exodus at any moment.

  • Did you know that in a recent poll, 78% of people currently employed say that they would leave their current job if someone would offer them another?

Or possibly you just see your recruitment costs rising and putting a strain on your budget.

  • 18% say that recruitment costs are the most critical concern they face

If you work in an industry that employs skilled trades, you are undoubtedly getting hit hard in your recruitment efforts.

  • Over 10 million skilled labor jobs went unfilled last year.

You live in this world. You see these very real concerns. You are tasked with trying to find solutions. Yet sometimes your bosses don’t see and understand the challenges that you face, the shifts that have taken in the workforce, and the demands for specific types of talent.  In order to face these challenges, it takes someone who is confident, sure, and steadfast – committed to the big picture – and when the storms rage on, they just say – “Let it go, the cold never bothered me anyway!”

Recruitment Optimization. That might be a new term for you. I have been involved in this for years, but I finally named my process that a couple of years ago. At the time, you could go online and Google “Recruitment Optimization” and you would get less than 5 returns – mine being a couple of them. But today, you can search for it, and you get pages of returns. The trouble with bringing to market a fresh idea or term is that others quickly latch onto it and run with it. It is beginning to take on the same kind of feel as SEO did several years ago. Initially, SEO was a luxury for a rare few, but as it has become more complex and algorithms are changing moment by moment, then it is now seen as a mandatory aspect of a company’s marketing initiatives.


The days of posting an open job and waiting for people to apply so you can sort through them and pick one are over. A modern day recruiter must have a wide variety of skills, or the company must outsource this aspect of their business to an agency that has the tools, technology, and talent to compete for the best talent on your behalf. Consider what a modern day recruitment model looks like, according to Josh Bersin of Forbes Magazine:

  • Development of an employment brand
  • Developing creative advertisements and promotional materials
  • Developing job requisitions (working with hiring managers)
  • Placing and managing recruitment advertising and promotion
  • Managing university and college recruiting
  • Developing candidate relationship management and “farming” programs
  • Sourcing key candidates for critical roles
  • Screening and reference checking
  • Use of pre-hire assessments
  • Creating an interview process and using video and other interview tools
  • Training and engaging hiring managers in the recruiting process
  • Creating a career website
  • Selecting and implementing an applicant tracking system
  • Creating a mobile career website and experience
  • Supporting candidates through the process and creating a positive candidate experience
  • Globalizing each part of the process and localizing many steps
  • Understanding local labor markets to localize programs and promotions
  • Hiring and training recruiters
  • Accessing third party agencies and executive recruiters
  • Measuring and managing the process and focusing on speed, quality of hire, and efficiency
  • Onboarding new people
  • … and staying up to date on hundreds of new tools and technologies.

That’s a lot of responsibility, probably far more than you anticipated. If you asked your current recruitment team to write out their responsibilities – do you think they would hit on all of those areas? Most of them? Some? Or would they name just a few of those? Do they understand the strategic end of their efforts, or do they just smile, dial, and repeat?

Because some organizations understand the complexity involved in today’s recruiting efforts, rather than try to do it all themselves, they have made the decision to outsource this function to a 3rd part firm. Apple uses recruitment firms to assist them in their efforts, especially when starting up a new location. Very well-known Fortune 50 companies use firms because internally they haven’t figured out how to attract young talent or create a work environment that is appealing to Gen X or Millennials.

And for those who remain steadfast in doing everything in-house, they are often forced to deal with low performance, high turnover, and poor customer service if they do not have a well defined and appropriate recruitment model in place. Places like Google believe that hiring great HR and Recruiting people make a big difference, so they spend 4-5 times as much as other large companies.


Like so many businesses, families, and even our government – when we see that we are behind on our metrics, we tend to assume that if we add more people or money to it, that we can “fix” whatever the cause is. But when it comes to recruiting, that isn’t necessarily true. If your strategy, processes, and metrics are bad – then putting more money and more people into the machine that executes bad strategies, processes, and metrics won’t fix anything. You might get a temporary boost, but the problems will overtake them at some point.

Other companies go to the extreme the other direction and decide that things are so far behind that they just need to quit trying to do it themselves and outsource everything to someone else to do, or maybe they do a hybrid approach and keep a small internal team and supplement it with outsourcing other searches to a firm.

But there is another option that often gets overlooked or ignored. In most cases, current strategies, processes, technologies, metrics, social media efforts, etc. can be optimized to increase effectiveness and efficiencies, while also reducing costs and turnover. This shouldn’t be the last resort – it should be the first option! By making these adjustments, a team can increase bandwidth within their existing team, reducing or even eliminating the need to hire more people or to further outsource some of the workload.

A comprehensive optimization program should be one that addresses all of the following:

  • Recruitment Strategies
  • Recruitment Processes
  • Recruitment Technologies
  • Social Media Efforts
  • Metrics
  • Team Structure
  • Recruitment Costs
  • Team Performance

Many companies continue to use strategies and processes that were set in place 10-15-20 years prior. The six most dangerous words that a business can say is, “We’ve always done it that way.”

In my opinion, strategies and processes should be evaluated and optimized every 2-3 years now. There are two main drivers behind my opinion:

  • Technology changes quickly. Tools change quickly. “Go-to” places change quickly. If you have had your same strategies and processes for the past 10 years, Twitter wasn’t even created until 8 years ago. Pintrest came along 5 years ago. LinkedIn Recruiter came about 2 years ago. How do you not include things as widely used as Twitter, Pintrest, or LinkedIn Recruiter in your recruitment efforts, or at least consider them? Mobile recruitment is a huge part of the current landscape, yet a vast majority of corporate websites are not friendly to mobile browsers.
  • Generational changes. Think with me of how the internet has changed the way business is done today. Things are radically different!
  • The way we communicate with each other
  • The way we solve problems
  • The way we research
  • Our customer base is no longer local but global
  • Expectations for speed and efficiency are higher

So, if the internet has changed the way that business is done today, wouldn’t it stand to reason that it has also changed the way the first generation to have the internet every day of their lives would go about living their lives and addressing their careers?

When we consider those two things alone, the use of technology in our recruitment efforts, and the generational shift in expectations – I have to make a big point on this…

We have shifted too far to the technology end of things when you consider the modern day and next generation candidate.

There was something else that we have done that has also reshaped this modern day candidate. When they were kids, we decided that it was important that every child think things are equal and fair. There are no winners. There are no losers. Regardless of their contribution, they will be treated just like the one who contributes the most. So, we gave every player a trophy, ribbon or certificate.

As they continued to grow and go throughout their middle school and high school days, teachers would consistently provide a curve to the grades, so those that under-performed wouldn’t be punished as severely and gave them higher grades – many times allowing someone to pass a class that really hadn’t earned it.

Well now, little Tommy and Susie aren’t on the soccer fields, baseball field, volleyball or basketball courts – they are now in your offices and applying for your jobs. And what do you think their expectations are for the way they will be treated? They have a deep need for human interaction, assurance, collaboration, and recognition.

The technologies being used today remove the human element from the process almost entirely. A person can spend two hours applying for a job online, only to have an answer on their candidacy within 30 seconds of them hitting “submit” on your career page. Don’t get me wrong, it would be impossible today to have an effective recruitment model without numerous technologies involved, but the important factors are their balance and in the motivation behind them.

The key to the modern day and next generation candidate is influence, engagement, and personal value. These things are so far removed from what companies are doing currently that it is having a huge impact on the quality and quantity of qualified candidates for their open positions. Any changes to your current strategies and processes need to be centered around these things. Companies like Zappo’s have gone to the extreme in this direction and placed all of the eggs in the engagement basket. We don’t have time to go and take a deep look at what they’re doing, but there are plenty of articles online that point out the positives and negatives to their approach that you can learn on your own.

There is a definite need for optimization when it comes to recruitment strategies, processes, and technologies. However, there are a few OBSTACLES that come into play when considering optimization:

  • To get the best optimization recommendations possible, it requires someone who is unbiased to evaluate current strategies, processes, technologies, spending, social media efforts, team structure, performance, metrics, etc. When an internal person does this evaluation, there are personalities to be mindful of, there are existing ties for a current process to a current employee who developed that process, and obvious general preferences would be in play. The idea here is to get the most effective and efficient recruitment effort possible. PERSPECTIVE MATTERS!
  • HR/Recruitment leadership worry about their own personal reputations. To bring in an outside evaluator, the HR/Recruitment leadership worry that they will be seen by their own bosses as not capable of handling their function or not being knowledgeable enough to optimize it themselves. When you look at this from the standpoint of #1, this removes all personalities from it. When you look at it from an executive’s standpoint, the issue is establishing a world-class recruitment structure that will be beneficial to the company through reduced turnover, faster turn-around times to fill open positions, and saving money on the recruitment efforts across the board. It still requires an ongoing person there to manage and drive that new process, which the HR/Recruitment leader would continue to do.
  • Time. Time is always a factor. I began doing recruitment optimization several years ago, and now I do it exclusively. The biggest misconception that people have is that for me to come in an lead a full evaluation of the their current efforts in order to make recommendations for optimization, that I would require a month, or a couple of weeks, or even a full week of everyone’s time. While I’m sure there are consultants out there who make that their model because they are charging by the hour, this is not true of me. I have a comprehensive document that I created that walks me through every element of the recruitment function and I can almost always complete this in a single day. The most that I need any one person to sit with me and go through information is 3-4 hours. This allows each person to go about their normal responsibilities without a huge time commitment from them to support this process. When considering a consultant to do this type of evaluation – find someone who charges a flat fee for the service, and not charging you by the hour.
  • Cost. Again, if you bring in a consultant that is charging you hourly, they will likely want that process to take as long as possible so they can bill for as many hours as possible. By going with a consultant who charges a flat fee for the consultancy, they want to wrap things up as quickly as possible, but also want to make sure they do a great job for you so referrals will potentially come. The cost – at least in my world – is not substantial, but the benefits of the optimization efforts will provide a very significant ROI quickly to your organization.
  • Lack of options. Surprisingly, there aren’t many consultants out there who focus specifically on Recruiting, and those that do typically work for a recruiting firm and their finding will always include recommendations that you outsource some or all of your recruiting to them. You have many consultants out there who are HR consultants, but recruiting was just a piece of what they have done in the past. When it comes to evaluating technologies used and the various capabilities of those technologies, or knowing the modern day and next generation recruiting models, they have some exposure to it but maybe not much. Also, many HR consultants were at the executive levels prior to transitioning to a consultancy role – so it may have been several years since they were involved in transactional recruitment efforts. As someone who is exclusively involved in Recruitment Optimization, I only know of 2 or 3 others in the country that I am aware of who are focused on this much needed area.

Optimization can provide a significant ROI for you. It should be included in any evaluation of current strategies, processes, technology and so on so you can measure the overall return on your optimized plan. Typically, you should see a positive ROI in the following ways:

  • Reducing turnover costs by hiring better. Many companies, even when unemployment is high, are facing a limited number of reasonable candidates for their open positions and they end up settling on someone out of desperation instead of making sure to fill the position with someone who is functionally capable and culturally non-threatening.
  • Transitioning to a pipeline approach and away from a just in time approach. Several factors go into this, but the idea is that through engagement, you have prequalified candidates who are interested in your company and just waiting for an opportunity to become available. When it does, then you can move quickly to plug in the correct person in a much shorter time frame and minimize any lost revenue potential.
  • Minimizing lost opportunity costs. Many companies deal with this, but don’t even factor it into their recruitment costs. It’s when a company has to turn away potential business because they are understaffed and do not have the capability to ramp up quickly enough to gain that new business.
  • Strategically planning the best path forward. So many companies just post jobs here and there and then never track to see where the bulk of their candidates are coming from. Or maybe focusing on an internship program would be a better route. Maybe reducing the money spent on advertising and increasing referral bonuses makes more sense. Depending on your company and the specific issues that you face, a deep strategic look could provide an overwhelming ROI.
  • The use of technology. Technologies must be used in recruiting – there is no way around that. But they should be used to speed up efficiency and convenience for the candidate and the recruiter alike…not just the recruiter. That’s how we have gotten into the mess we are in now. The average time a recruiter spends on a resume today is 6 seconds. A solid recruitment optimization consultant should have a great understanding of the tools available today and how they can be plugged into the overall processes to give it a balance of high tech and high touch.

Bottlenecks in your current process also impact not only the speed and efficiency of your efforts, but your recruitment costs and ability to close those great candidates. The problem here is that many companies do not have the correct metrics in place to measure the data needed to realize these bottlenecks. They certainly aren’t included in the default reports that come with your Applicant Tracking System. Specialized adhoc reporting is required. By doing so, you can uncover where the process is consistently slowing down and potentially losing candidates or costing the company more money as delays occur. Here are a few areas that I like to measure because it tells me where I can make improvements:

  • Total days open – goal should be under 30 days
  • Total days before candidate submitted – no bandwidth or tight market or neglected
  • Number of candidates submitted (the recruiter doesn’t understand or the hiring manager doesn’t know what he/she is looking for or there was a misunderstanding between the two)
  • Total days from candidate presented to hiring manager feedback – a search may be open for 45 days, but many times it was because it took the hiring manager 2 weeks to get back to the recruiter on each candidate submitted – hold managers accountable too
  • Percentage of candidates presented who were interviewed by hiring manager – is the recruiter finding acceptable candidates or does the manager just interview everyone sent over
  • Total days from hiring manager feedback to interview – are we scheduling interviews too far out and losing candidates / are we cancelling and rescheduling interviews
  • Total days from interview to offer/decline – Are we constantly in an undecided mindset and thinking the next one might be a little better


I hope you have begun to see the importance of optimization efforts. It’s far more than just advertising in the right places, asking the right screening questions, or getting people in empty seats…it carries with it the profitability and stability of the company.

Most, if not all, of us drive cars. On a day to day basis, most of us think about how much gas is left in the tank. You can’t just put gas in the tank once and expect it to run forever. You have to continue to monitor where you are and every so often, you have to stop what you’re doing to fill that tank so you can continue to move forward. But solely focusing on how much gas in the tank doesn’t solve your problems if the car is out of oil, the engine overheats, the tires are flat, and the car won’t stop because the brakes have been worn away. You have to consider the whole car and make sure that everything is running as it should for the car to do its job.

Optimization – if done correctly – can help you to be effective and efficient in your overall recruitment and retention efforts. For some companies, you may only need some gas in the tank, but in others – you may need a complete overhaul. But for most, it falls somewhere in between those two extremes. I encourage you – have an unbiased person come in who understands modern day and next generation recruiting strategies, technologies, and processes and have them see where you are today and provide the road map to get you where you want to be.

On a topic that is this big, and so many unique and diverse companies listening in – I was only able to give you some basics to think about when optimizing your efforts. I’m hopeful that you were able to get something useful from our discussion today, but knowing that I wouldn’t be able to give you great detail – that is why I offer to have you contact me afterward with specific questions.

I have seen optimization work time and time again – reducing recruitment costs, increasing bandwidth, lowering turnover rates, and providing big ROIs. The point of today was to let you know that this should be your first option and not your last resort.

The Easy and Quick $3 Million Fix

money down drainDid you know that there is a glaring hole within many companies that contributes to their overall turnover? This hole can cost your company big bucks too, but people seem content to just let it occur. Did you know that it can also be fixed pretty quickly, easily, and cost effectively?

Walk down this journey with me – and I promise – I’ll make it quick. Employee Bill works for your organization and has done a great job. He has proven that he deserves the opportunity to be promoted and climb the ladder a bit. He is tasked with several new responsibilities, one of which is having to interview potential new employees and make hiring decisions, or at least contribute to who will be hired. The problem is, Employee Bill has never had to interview before and has no idea what he can ask, what he can’t ask, the best ways to probe for information, or to evaluate multiple candidates against each other. He thinks up a few random questions when the candidate enters, and just sort of “wings it.” He’s done the best he can based on the knowledge that he has, but wonders if he has made the best decision possible for the company.

Unfortunately, this is the model that business after business after business has in place. And time after time, what I hear from them is that they are hiring the wrong people or that their turnover costs are too high (if they even measure turnover costs). Did you know that every time an employee leaves your company (whether on their own or asked to leave), it costs your company 5X the employee’s annual salary? SHRM (Society of Human Resource Management) says that an average company will lose 12% of pre-tax income due to turnover alone. That means that a company that does $25 million in pre-tax income will lose up to $3 million because of employee turnover.

Wow! It amazes me how many companies are willing to just accept that it’s okay to lose $3 million and do nothing about it. Making better hiring decisions will reduce the overall turnover within a company, and a big portion of making better decisions is to make sure those internal hiring managers are prepared and confident in their abilities to conduct a strong, legal, and honest interview of potential candidates before making a hiring decision. By providing Interview Training for your managers, this will give them the knowledge and confidence to make better hires, therefore, reducing turnover and the unnecessary financial drain it places on your company. 

I was able to provide training yesterday to a great company in Austin yesterday. They saw the value that this would bring to their organization and made their managers available for about a 4 hour block of time. The word that I received afterward was that the whole office was buzzing about it and that they felt excited about this new knowledge gained. One of their managers is interviewing 3 candidates this week and has already taken the information from yesterday’s training and prepared himself for these interviews. He is much more confident and comfortable with the task of interviewing others now. And I am confident that he will make a great hiring decision as a result!

This is such a simple step that any company can take. It doesn’t take much time. It doesn’t cost much to have me come in and lead this training. Each attendee is provided with a manual that they can refer to over and over after the training has ended. And quite honestly, if I thought it would help my company to keep some of that $3 million rolling down the drain, I’d jump on this in a heart beat. What are you waiting for CEO / COO / HR? Do something about this today!

Don’t Hate the Robot, Hate the Game

Robotic Snake Is Displayed In Science Museum's Dana CentreJob candidates jump through the hoops that companies and recruiters set up for them. Some have decided that they may only get one shot at gaining all of the information possible from a candidate and placed lots and lots of hoops at the application portion of the process. They go online to apply for the job, and in some cases, they stay involved in that application process for hours – uploading a resume, filling out an online application, answering pre-screen questions, providing social security numbers and other personal information, clicking on release form after release form after release form. Then, when they finally see the light at the end of the tunnel, they hit “Submit” and within 3 seconds they have received an email from the company.

Excitedly they go to check that email! They’re thinking, “I’m so awesome and perfect for this job that it only took them 3 seconds to realize it!” But then they realize that it was just a generic email thanking them for applying…BUT THERE’S ANOTHER DING indicating another message just 2 seconds later! “This is it! They want me immediately!” The candidate reads the second email where they are told that they are not a match for the job. They invested hours to submit their application and it took 5 seconds to be told they weren’t a fit.

Job seekers have come to experience the technology side of recruiting in a very real and personal way, but their adjustment to these new technologies has been slow. It has impacted their ability to gain interviews and offers where they might have in the past. There are no human exceptions in that initial screening any longer. It’s black and white, cut and dry, yes or no.

Applicant Tracking Systems (ATS) now do much of the analysis on their own. They scan your resume and look for keywords that match the words found in the job description or specific words that a recruiter entered when creating the requisition. If you have a variation of that word that hasn’t been entered as an acceptable term – you are out. They have weighted and scored pre-screen questions for candidates to answer. Some of these knock you out immediately if a wrong answer is given. If you answer the salary question and you are out of range by $500/year, you’re out. There are no exceptions. Many times, these candidates are qualified for the jobs, they are just a victim of not pulling out a thesaurus to use every variation of a particular word within the confines of their resume. If human eyes had seen this resume, it would have been clear that this person should have been called in for an interview at the very least.

I’m not anti-technology. I think they are very much needed and appropriate for recruiting. But I do think we have gone too far in the use of technologies, and in doing so, reduced the human element to an after-thought. It should be a blend of high tech and high touch. The use of technologies should benefit the candidate by making the job widely known, speeding up the application process, and by helping them stay informed on their status throughout the process. They should not be used as an excuse for a recruiter to do less work.  If I knew that I had a candidate in my requisition that was qualified and available, but they missed the compensation question by $500 a year – I’d still want to talk to that candidate 100 times out of 100! It would be insane not to. But many recruiters just accept the ATS’s recommendation and never go back to look at some of those who barely missed for one reason or another.

Then, when we recruiters want to show just how caring an generous we really are…we give a resume the average 6 seconds of our time before throwing it in one of 2 stacks (keep or disqualified). 6 seconds…wow!

Let me ask you. If you were the candidate and your mortgage was coming due in 2 weeks, along with a car payment, 3 credit cards, and you were out of groceries, and you only had a few hundred dollars left in the bank…would you want your career, your home, the welfare of your family decided by the ATS robot or the overly generous 6 second recruiter? We deal with people. These are lives that we impact. It’s called Human Resources for a reason, but unfortunately we remove the human from it way too often.

As our workforce continues to transition, it is imperative that we have that blend of technology and human interaction. The job seekers that we deal with now are demanding it. Remember all of those kids in the 90’s that were on the little league baseball team or the pee wee football team? We decided that we needed to give them all a trophy, ribbon, or certificate. We wanted them to feel equal at all costs and to always feel good about themselves. We even stopped keeping score in some cases. Well, little Tommy and Susie aren’t in junior  soccer anymore – they’re applying for your jobs. Their generation requires much more interaction and assurances than previous generations did. Our technology driven, no interaction systems that we’ve designed so we wouldn’t have to talk with people just won’t cut it with them.

Don’t blame the robot in all of this. Robots do what they were designed to do. Blame the people who come up with the strategies and the processes and determined that Human Resources needed to minimize human interaction. Hate the game.

Turnover Turnaround

I’m excited about my latest white paper. It is filled with great information and data regarding employee turnover and the impact it is having on organizations. The cost of employee turnover is often overlooked or underestimated. This resource will open your eyes to real costs impacting a company’s bottom line consistently. We also look at the reasons for turnover, and I promise you’ll be amazed at how many of your employees are likely ready to walk out at any moment! Of course, it’s not all bad news. I also give you 10 ways to address these issues and gain the advantage when it comes to turnover.

Simply go to here to get your free copy of:

Turnover Turnaround Logo

Turnover Turnaround

Employee Turnover: The Costs, The Reasons, The Solutions

Now Booking Final 2014 Dates

DX2 - Speaker AdIf you are seeking a passionate, entertaining, humorous, and relatable speaker for your upcoming conference, consider Doug Douglas. While his business expertise lies in the HR world (recruiting / talent acquisition), he is also experienced and comfortable speaking on a wider variety of more general topics. SHRM (Society of Human Resource Management) currently has Doug rated as one of their top 5 speakers.

Through almost 20 years as a minister, Doug honed his skills as a speaker and learned the art of meeting the listener right where they are. His ability to engage a senior executive, or a fresh college grad in their first job, has proven to be very beneficial for him. Doug enjoys keeping his audiences off guard by using a non-traditional catchy title, top-notch presentation graphics,  and humorous stories to illustrate a key point. Douglas states, “I believe it’s important not to be predictable when speaking to an individual or an audience. It keeps their interest high. But you better know your stuff if you take this approach because you can only get by so long with fluff. We live in this information overload world where we can find data on just about anything. I don’t want to repeat what everyone else says. I want to identify the issue at hand and then bring the listener alongside me as together we discover the resolution.”

One of Doug’s most recognized and requested presentations deals with Gen Y. Listeners rave about the information received at the conclusion of this presentation because of its accuracy, identification of business issues that need to be addressed, and how to swing the odds in your favor of attracting, managing, and retaining this generation. Even Gen Y listeners unanimously admit after this session that Doug “nailed it.”

Another unique aspect of Doug’s life is his battle with cancer just two short years ago. He endured three major surgeries in six weeks to remove 16 tumors, including a life saving emergency surgery when he was fading fast. Prior to this experience, Doug’s priorities were wealth, recognition, power, reputation, winning at all costs. He went into the hospital as a cut-throat and aggressive man, but he left a humbled, gentle, and appreciative man. This experience reshaped and refocused Doug’s priorities to those of faith, family, and friendships. He is still a believer in hard work, and he still wants to have a comfortable life for himself and his family, but he places a higher priority on meaningful conversations and getting to know people at a deep level. His message and story of survival will inspire your audience.

Take a few minutes to consider if you, your company, your group/association, or your event could benefit from having Doug share with you. For more information, you can reach out to Doug directly at He does not work through an agency, so he does have some flexibility on working with varying budgets.

Score and Comments from one of Doug’s most recent SHRM presentations:

Effectiveness of Doug Douglas as a presenter: 97.3% (16% higher than the average presenter on SHRM)

Usefulness of the information: 99.1% (one of the best scores in the history of SHRM)

What grade would you give this presentation: A/B = 96.8% (average score for A/B is 90%)

Quotes from attendees:

  •  As always a great presentation from a great presenter. Please continue bringing Mr. Doug Douglas back!
  • Doug Douglas was a very engaging presenter.
  • Doug Douglas was an amazing presenter; he has a true message and passion for his work and has linked it to giving back.  I heard so much echoed of my own thoughts and feelings toward recruiting.  Thank you for bringing him to SHRM. I will be contacting him.  WOW!
  • Doug Douglas was on the money – excellent !
  • Doug was a great presenter! He added humor, facts, human perspective and inflection in his message. I found it very interesting and am trying to figure out what my role is in sharing this information!
  • Excellent information, will follow Doug Douglas.
  • Greatly enjoyed the learning experience as presented by Doug Douglas.  I will definitely be an avid blog follower after this presentation.  Thank you for having him present.
  • I will attend additional SHRM presentations based on my experience with this one.

Latest SHRM Ratings – R.I.P. Recruiting

shrmA couple of weeks ago, I led my latest webcast on SHRM called “R.I.P. Recruiting.” This session focused on the new recruiting model that will be necessary in order to reach today’s talent, and the importance of keeping “human” the priority in “Human Resources.” The session received a huge turnout and I wanted to share the results as provided by SHRM. I’ll also provide a link to the transcript of the session so you can check it out if you missed the webcast.

Effectiveness of Doug Douglas as a presenter: 97.3% (16% higher than the average presenter on SHRM)

Usefulness of the information: 99.1% (one of the best scores in the history of SHRM webcasts)

What grade would you give this presentation: A/B = 96.8% (average score for A/B is 90%)

Quotes from attendees:

  •  As always a great webinar from a great presenter. Please continue bringing Mr. Doug Douglas back!
  • Doug Douglas was a very engaging presenter.
  • Doug Douglas was an amazing presenter; he has a true message and passion for his work and has linked it to giving back.  I heard so much echoed of my own thoughts and feelings toward recruiting.  Thank you for bringing him to SHRM webcasts. I will be contacting him.  WOW!
  • Doug Douglas was on the money – excellent !
  • Doug was a great presenter! He added humor, facts, human perspective and inflection in his message. I found it very interesting and am trying to figure out what my role is in sharing this information!
  • Excellent information, will follow Doug Douglas.
  • Greatly enjoyed the learning experience as presented by Doug Douglas.  I will definitely be an avid blog follower after viewing this webcast.  Thank you for having him present.
  • I will attend additional SHRM webinars based on my experience with this one.
  • This should be shown to CEOs and government agencies.

If you would like to check out the transcript of this session, go here.